SKYGEN USA improves sales growth by engaging in a strategic assessment

Client Background

SKYGEN USA provides third-party administrator (TPA) and SaaS benefits administration solutions for dental and vision payers. Their innovative, technology-enabled solutions leverage automation to help drive down the cost of care while promoting better outcomes creating the most efficient health plans in the country.

The business challenge

SKYGEN was experiencing difficulty with growth due to long sales cycles and opportunities to capture new business being confined by existing long-term contracts. Revenue was concentrated on a few larger customers, with unstructured, unplanned cross-selling and up-selling in the existing client base and lack of dependable lead generation to fill the top of the sales funnel.

Strategy and solution

Baker Tilly conducted an assessment of SKYGEN’s growth capabilities in order to examine the health of current state marketing, sales, services practices and supporting solutions to identify key improvements to re-establish its growth engine and create the foundation for improvement.

Current state understanding: Baker Tilly conducted a series of workshops with senior leadership and function owners across the organization, applying our growth capability framework to streamline and accelerate a comprehensive view of capabilities that represent mature growth operations for high-performing organizations. This framework creates a critical health assessment, providing a decomposition of marketing, sales and service functions to 85 discrete capabilities with clear maturity scales, affiliated solutions, key performance indicators and supporting solution categories. The workshop setting accelerated leadership consensus on current state and areas of opportunity.

Future state planning: Baker Tilly worked with SKYGEN to confirm the future state maturity of framework capabilities necessary to execute its intended go-to-market strategy and engagement model. Capability-level planning for initiatives provided the necessary basis for forming an actionable plan for improvement. Higher-priority capabilities were examined in detail to create a clearer picture of work in advance of the road map development and to serve as anchors for prioritization.

Road map definition: Baker Tilly defined a prioritized plan for SKYGEN’s capability development needs, outlining a three-phase model for each business functional area, recognizing the coordinated delivery of functions necessary to provide improved growth performance on an accelerated timeline.

By engaging Baker Tilly for their growth assessment, SKYGEN obtained a transparent, third-party assessment of current growth methods and a comprehensive framework for considering necessary improvements and associated value. Baker Tilly delivered a clear, future state road map for improvement in growth capabilities across marketing, sales and service functions. This road map was structured to deliver:

• Structured, strategic account development methods and aligned sales and service team focus
• Clear, effective, value proposition delivery by marketing and sales teams across its TPA and SaaS offerings, enhancing its competitive positioning by focusing on differentiators, reinforcing value
• Integrated digital capabilities to support market engagement across the client life cycle and generate use data to drive iterative improvement in offering alignment with market needs

Baker Tilly continues to provide program launch support and coaching to SKYGEN leadership during its execution of program initiatives.